Classics of organization theoryMoore Publishing Company, 1978 - 323 páginas |
Dentro del libro
Resultados 1-3 de 58
Página 53
... knowledge and work is advanced , constituting a con- tinually larger and more complicated nexus of related principles , practices and skills , any individual will be less and less able to encompass it and main- tain intimate knowledge ...
... knowledge and work is advanced , constituting a con- tinually larger and more complicated nexus of related principles , practices and skills , any individual will be less and less able to encompass it and main- tain intimate knowledge ...
Página 81
... knowledge that human minds can accumulate and apply ? How rapidly can knowledge be assimilated ? How is specialization in the administrative or- ganization to be related to the speciali- zations of knowledge that are prevalent in the ...
... knowledge that human minds can accumulate and apply ? How rapidly can knowledge be assimilated ? How is specialization in the administrative or- ganization to be related to the speciali- zations of knowledge that are prevalent in the ...
Página 122
... Knowledge is not something which exists and grows in the abstract . It is a function of human organisms and of social organization . Knowledge , that is to say , is always what somebody knows : the most perfect transcript of knowledge ...
... Knowledge is not something which exists and grows in the abstract . It is a function of human organisms and of social organization . Knowledge , that is to say , is always what somebody knows : the most perfect transcript of knowledge ...
Contenido
Introduction | 1 |
The Principles of Scientific Management 1916 | 9 |
General Principles of Management 1919 | 23 |
Derechos de autor | |
Otras 30 secciones no mostradas
Términos y frases comunes
achieve action activities administrative analysis approach authority become behavior called closed communication complex concept concern considered deal decisions defined demands depend determine direct discussion effective elements employed employees environment example executive exist fact field firms formal functional ganization given goals human important increase individual industrial influence interest involved kind knowledge less limits means ment methods nature objectives operation organization organizational pattern performance Plant political position possible present principle problems production question rational reference relations responsibility role rules situation social society sources specialists staff structure subordinates success suggest superior task technical tend theory thing tion tional unit University values whole York